Staffing-DB 1




Stepsin Developing Job Descriptions

Jobdescriptions are vital factors of human resource management.Organizations should ensure that employees are certain of their rolesand responsibilities. This does not only guarantee efficientcompletion of tasks, but it also prevents the probability of joboverlap. According to Mader-Clark (2013), the purpose of jobdescription is to document staff responsibilities. Having acomprehensive description of employee duties enables the managementto formulate informed decisions regarding whether or not suchresponsibilities are accomplished as required. The elements of jobdescription encompass the following: job title, summary,responsibilities, qualifications, supervision, as well as workingconditions (Gatewood &amp Field, 2001).

Humanresource managers follow various steps while developing jobdescriptions. For a security specialist who is responsible forconducting security assessments for organizations while helping themenhance their security systems for their buildings, the overallprocess that should be followed while developing job descriptionentails the following:

Theinitial step involves gathering suitable individuals for the task.While developing job description, the concerned manager isrecommended to engage other staff working in a similar position. Theemployees should take part in the discussion, contribute their ideas,and help in setting standards, goals, as well as expectations(Mader-Clark, 2013).

Thesecond step is performing a job analysis. For a security specialistwhose roles are fundamental in the organization, adequate informationis required for the development of a job description. One of thecomponents of job analysis is outlining the responsibilities of thepresent employees. However, considering this is a new position in theorganization, carrying out internet research in order to samplesimilar online job descriptions is recommended. This should befollowed by analyzing duties and responsibilities which the securityspecialist is required to accomplish. The most essentialcontributions and outcomes required from the position should bearticulated. Gathering enough data at this step simplifies the realundertaking of developing job description.

Writinga job description is the next step. There are different formats ofwriting a job description. Therefore, searching for the most suitableformat for the company is vital. At this stage, the HR manager shouldconsider all the available information and include the followingcomponents while writing the job description. They include: jobposition and responsibilities, functions, skills, knowledge andabilities required, education and experience, as well as workenvironment (Mader-Clark, 2013).

Thelast step is reviewing the document. Together with the supervisor,the HR manager should look over the formulated document to ensurethat all aspects are included.

Measurementand Statistics Do Not Play a Significant Role in OrganizationalStaffing

Accordingto Tabachnick &amp Fidell (2001), measurements and statistics do notplay an important role in organizational staffing. Measurement ofvariables helps in assessing the efficiency of the staffing functionwhile providing analysis to help in adhering to laws and regulations.While measurements and statistics are used to allocate numbers withthe intention of representing quantities of an object’scharacteristics, these processes are extremely burdensome whileundertaking the staffing procedure (Tabachnick &amp Fidell, 2001).Staffing generally requires the hiring manager to understand jobdescriptions, and the capabilities and skills possessed by theapplicants. These do not require cumbersome procedures, as mereinterviews and cognitive ability tests, where necessary, could beadequate. Measurements also involve measuring related workcharacteristics also referred to as criterions. These criterionmeasures are used for quantifying results, an aspect that is notcrucial in staffing (Tabachnick &amp Fidell, 2001).

TheUse of the Cognitive Ability Test for Selecting Supervisors ofProduction Workers in a Manufacturing Organization

Whilemaking hiring decisions, most organizations consider cognitiveability test performance of a person.Thetest is considered on the presumption that it is a standardizedmeasure employed in evaluating the probability of an applicantsucceeding in a certain job (Outtz,2002). Whileselecting supervisors of production workers in a manufacturingorganization, a cognitive ability test would be recommended.According to Outtz(2002), one reason to support this is that test performance offers asuggestion that an applicant can perform well in a specific job. Astudy carried out by Murphy, Cronin &amp Tam (2003) to assessperformance evaluations in organizations indicated that jobproficiency alone was not a sufficient measure of performance. It wassupported by the fact that the realm of job performance has expandedwhile managers and supervisors are expected to deliver more (Outtz,2002). Besides, considering the work environments of a manufacturingindustry and job responsibilities of production workers, performing acognitive ability test for supervisors is paramount. The testaddresses personal competencies, knowledge as well as capabilitiesinstead of specific tasks. The test would also help in determiningthe supervisors’ capacity to learn (Murphy, Cronin &amp Tam,2003). As put forth by Outtz (2002), an individual’s reasoning,problem solving skills, mathematical, verbal, as well as memorycapabilities are determined by a cognitive ability test. Carrying outthe test would ensure that the supervisors’ abilities match withthe particular job, thus enhancing staff motivation and productivity.Before using the cognitive ability test in an organization, it isimportant to consider other factors such as the supervisors’ pastwork experiences as well as past performances.


Gatewood,R. &amp Field, H. (2001). Humanresource selection.Orlando, FL: Harcourt Brace &amp Company.

Mader-Clark,M. (2013). Jobdescription handbook: The job description handbook.Berkeley: Nolo.

Murphy,K. R., Cronin, B. E., &amp Tam, A. P. (2003). Controversy andconsensus regarding the use of cognitive ability testing inorganization. Journalof Applied Psychology,88(4), 660-671.

Outtz,J. L. (2002). The role of cognitive ability tests in employmentselection. HumanPerformance,15(1/2), 161-171.

Tabachnick,B. G., &amp Fidell, L. S. (2001). Usingmultivariate statistics.Boston, MA: Allyn and Bacon.